At RoniB's Kitchen, they aim to bring products that feature the bold and complex flavours of the Philippines. All of their products are lovingly recreated from family recipes and for Roni, who founded the business, her own memories of home. Made with the best local and Southeast Asian ingredients, their products are all-natural and free from artificial flavourings, colourings and preservatives. Paul Andrews spoke to Roni to find out more. The business was founded in 2017 starting out as a hobby and becoming a full-time business in 2019. As Roni explains, "We set out to take people on a culinary journey through the flavours of the Philippines, where great food shared with the family is the highlight of any meal, something that I remember fondly growing up." "The business started as an off-shoot of our supper club business which we began running when supper clubs were fashionable. It was our way to start introducing Filipino cuisine." "In 2016, I was invited to participate in a cook-off with Kristie Allsopps Handmaid Christmas where 4 supper club owners battled to cook and serve an Alternative Christmas Dish and I won this competition. This was my trigger to start looking at another way to introduce Filipino food and flavours to the UK and was the birth of RoniB's Kitchen," she continues. "We are a husband and wife team and the business began with an idea back in 2010 when I noticed that Filipino food was unknown here in the UK. It still is, however, with the advent of more Filipino restaurants opening up, it is slowly being recognised by both consumers and the wider food industry and our mission is to bring Filipino food flavours into the mainstream," adds Roni. At a very young age, Roni always wanted to run a business. As a child in school, she would sell food products, clothing and accessories. After working many years in corporate, the itch to open her own business bit her once again and in 2019, she decided to do it full time and make a go of it. Today, they are are an artisan producer of Philippine flavoured sauce, chilli products and preserves which they sell at markets, festivals, and supply to several shops in the UK, USA, Switzerland, and France. RoniB's Kitchen continues to evolve and as Roni explains, "The business has changed from being fully home-based to semi-home-based. We now work with a manufacturing partner who produces the products on our behalf, which helps us scale the business and pursue other markets and distribution channels both nationally and internationally." "We are a family business and as such values that are important to us are integrated into the way we do what we do," continues Roni. "Quality, tradition, family and integrity are all important values to us as a family and in business too." "We also build family ownership into our marketing and brand narrative through our mantra of creating products through family recipes, recipes that help families cook new dishes that everyone can enjoy." RoniB's Kitchen continues to be on a growth journey, introducing new products to consumers such as their Banana Ketchup, which featured on a TV show and as a result is now stocked on the supermarket shelves of Aldi, the chain that were involved with the show. Roni is delighted with the way that things are going and appreciates all that she has learnt along the way. Looking back she is aware of the journey they have been on and the advice that she has for anyone else considering launching their own family business are clear. "Do your homework, create a solid business plan, brace yourself for a roller coaster ride, prepare to hear many 'nos', accept the fact that you will get better support from strangers, ask for help and celebrate the small wins as they lead to bigger ones," are all lessons that Roni believes have helped them get to where they are today. Awards and recognition continue to go their way too. In 2021, they were awarded the Great Taste Producer seal, and they now hold 8 Gold Stars at the Great Taste Awards from 2019 to 2023. RoniB’s Kitchen is more than just a food business. It is a passion project that aims to share the rich and diverse flavours of Filipino cuisine with the world, something that they are proudly achieving through a range of products that do just that and a journey that continues to excite and tantalise the taste buds of their growing customer base too. Find out more by visiting the RoniB's Kitchen website here

Bridgman Furniture, a name synonymous with luxury and quality, has carved out a distinguished place in the furniture industry over decades. Known for its exceptional craftsmanship and innovative designs, Bridgman's journey from a modest beginning to a celebrated brand offers a fascinating glimpse into the evolution of fine furniture making.  Paul Andrews spoke to the third generation CEO, Alex Bridgman, to find out more. The story of Bridgman Furniture begins in the early 1970s, when the company was founded by my father, Peter Bridgman, beginning to trade in 1979. “My father’s Bridgman's vision was clear from the outset: to create high-quality, durable furniture that combined traditional craftsmanship with modern aesthetics. The company initially focused on producing classic wooden furniture, emphasizing meticulous handcrafting techniques passed down through generations,” explains Alex, “but even before creating the business my grandfather had already run a small furniture business so as a family we knew about the sector.” As the company grew, so did its ambitions. The 1980s and 1990s saw Bridgman expanding its product range to include outdoor furniture, recognising a growing market demand for stylish and robust garden furniture. This move proved to be a pivotal point for the company. Bridgman's outdoor furniture collections, featuring teak and rattan pieces, quickly gained popularity for their elegance and resilience against the elements. “This was an important time for the business as we began to diversity and outdoor furniture provided more opportunities too, “continues Alex.  “My father continued to source the raw materials for us to manufacture quality products and supply extensively across the UK and even into Germany, simply because my father spoke German and exploited the opportunity," he adds. Innovation has always been at the heart of Bridgman Furniture. The company was among the first to introduce all-weather rattan furniture, combining the aesthetic appeal of natural rattan with the durability of synthetic materials. This innovation not only extended the lifespan of outdoor furniture but also set new standards in the industry.  “We were pioneers in the sector and kept pushing boundaries but it was all about quality products and giving people choices too,” explains Alex. A cornerstone of Bridgman's success is its unwavering commitment to quality. Each piece of furniture is crafted with the finest materials and undergoes rigorous quality control processes. The use of sustainably sourced wood, high-grade metals, and UV-resistant fabrics ensures that Bridgman furniture is not only beautiful but also built to last. This dedication to excellence is reflected in the company's customer service philosophy. Bridgman offers extensive warranties and after-sales support, reinforcing its reputation for reliability and customer satisfaction. This approach has garnered a loyal customer base that values the trustworthiness and durability of Bridgman products. Today, Bridgman Furniture continues to lead the market with its innovative designs and superior craftsmanship with Alex at the helm.  “I did a business degree at the University of Nottingham and had an interest in hospitality so joined Radisson as a trainee and progressed through to senior management.  I enjoyed the career and was considering options when an opportunity arose to join the family business,” explains Alex.  “Dad’s business partner of over 20 years worked on the sales side of the business and Dad was more operational, which worked well, but in 2012 his partner was looking to retire so I thought about it and then went through a rigorous interview process before starting a role in the business." "Trust me, there was no nepotism in the process as the interview was tough and I started at the bottom but the grounding in hospitality and an aptitude for working with people stood me in good stead.” “I did lots of different roles within the business and worked my way to the CEO role through the sales route, starting as a Sales Executive and working through the ranks as Sales Manager and then Sales Director, so it was not easy.  Today, I run the business with my Dad still involved, coming in three days a week and it works well.  We have 38 staff and partner factories that we work closely with to ensure continued quality and craftsmanship and are always looking to continue to innovate in all that we do,” he adds. Today, the company offers an extensive range of indoor and outdoor furniture, catering to diverse tastes and styles. From contemporary minimalist pieces to classic timeless designs, Bridgman's collections are celebrated for their elegance and functionality. The advent of e-commerce has allowed Bridgman to reach a global audience. The company's online presence showcases its wide array of products and provides customers with a seamless shopping experience. Bridgman has also embraced digital innovation by offering virtual showrooms and augmented reality tools, allowing customers to visualize how furniture will look in their spaces before making a purchase. “We always need to be innovative and exceed customer expectations, “adds Alex.  “I am passionate about this business, something that is reinforced as my name is above the door, and am always striving to improve what we do and the way that we do it too." "It gives me great pride too that I have been entrusted to run such a great heritage brand, something that I treat with the utmost responsibility and will continue to do so as we look to the future.” Looking ahead, Bridgman Furniture is committed to sustainability and environmental responsibility. The company continues to explore eco-friendly materials and sustainable manufacturing practices. By prioritising sustainability, Bridgman aims to minimise its environmental footprint while maintaining the high standards of quality and design that customers have come to expect.  “We have to be responsible business owners,” continues Alex, “and as a recognised leading luxury and outdoor furniture supplier take that responsibility seriously.  Our core family values of quality, collaboration, integrity, trust, customer centric and accountability are all embedded in the way that we operate every day and it matters that we do business the right way too,” he adds. Bridgman Furniture's rich history is a testament to its dedication to craftsmanship, quality, and innovation. From its humble beginnings to its current status as a leading furniture brand, Bridgman has remained true to its founding principles. As the company continues to evolve, it stands poised to shape the future of the furniture industry, setting new benchmarks for excellence and sustainability, something that Alex is acutely aware of. “Running a business today is not easy and there have been plenty of economic and supply chain issues for us all to contend with over the past few years and I am aware of the responsibility of being the next generation leading a family business and all that it brings.  I am fully invested in the business and we have a good team of people who care about the business too and that really helps, knowing that customers are in safe hands and continuing to receive the level of service and quality products that our reputation has been built on,” continues Alex. This is a business that has been built on an innovative footing and one that continues to innovate and diversify as it looks to the future.  “Seasonality is obviously a big issue for us as a business so anything that we can do to mitigate the impact is important, and one of the reasons we launched our interiors range back in 2021.  We hold good stock levels and the business has been built on solid foundations and as we look to the future I am excited about continuing to build and keep our heritage brand going, expanding in a good way and keeping the Bridgman name alive with a solid reputation, continuing the values and purpose that were defined and used to grow the business by my Dad from day one,” he concludes. Bridgman is a great example of a family business that has come a long way and has grown into an award-winning luxury garden furniture manufacture, and the Bridgman brand remains known for its quality, comfort and style, as well as for innovation and continuing to explore the use of new materials that withstand the elements all year round.  We look forward to the next chapter in their journey as a successful and innovative family firm.

The James Donaldson Group, one of Scotland’s longest-standing family businesses, has grown from a small sawmill in Fife into a diversified group of companies that are leaders in timber distribution, manufacturing, and construction. Over its 160+ year history, the company has not only evolved with the times but has also managed to stay true to its roots—a testament to its ability to adapt while remaining grounded in family values. Paul Andrews spoke to Michael Donaldson, Chairman of James Donaldson Group to find out more. The story of the James Donaldson Group began in 1860, when James Donaldson opened a timber sawmill and merchant in Tayport, Fife. At the time, the company’s focus was simple: to process and distribute timber to meet the growing demand from local builders and farmers. What started as a small operation quickly established itself as a reputable supplier of high-quality timber products in the region. In these early days, timber was a cornerstone of the construction industry, essential for everything from housing to shipbuilding. James Donaldson’s ability to meet the needs of his customers, while also adhering to high standards of quality, gave the business a strong foundation on which to grow. Growth and Expansion: From Timber to Building Solutions The first significant period of growth for the company came in the early 20th century, when timber became increasingly vital to the construction industry. As demand for housing and infrastructure grew, so did the need for timber. The company began expanding its operations to meet the demands of the time, increasing production capacity and diversifying its range of timber products. As construction boomed during the post-war housing crisis, especially during the 1950s and 1960s, the James Donaldson Group capitalized on the increased demand for timber, supplying products to builders across Scotland and further afield. Under the leadership of James Donaldson’s descendants, the company took steps toward vertical integration. Instead of merely producing raw timber, they expanded into the distribution and manufacturing of value-added timber products, such as engineered wood and building materials. This shift positioned the company not just as a timber supplier but as a full-service provider to the construction industry. Diversification and Innovation: Building for the Future As the company grew, it became clear that diversification would be key to its long-term success. While timber remained at the heart of the business, the group expanded its operations into new areas of the construction industry. This diversification strategy was particularly evident in the 1990s and 2000s. As Michael continues, “One of the most significant milestones in our history came with the acquisition of MGM Timber in 2005. MGM Timber added to the group’s distribution capabilities and significantly increased its market share. This acquisition marked a turning point for the James Donaldson Group, as it moved from being a regional player to a national leader in the timber and building materials industry.” Branching Out: The Formation of Donaldson Timber Systems One of the most notable innovations in recent years has been the integration of Donaldson Timber Systems (formerly known as Stewart Milne Timber Systems), which focuses on offsite timber construction systems. As the construction industry increasingly turns to modular building and offsite manufacturing as a way to improve efficiency and reduce waste, the James Donaldson Group has positioned itself as a leader in this growing sector. As Michael explains, “Offsite construction allows timber frames and other components to be manufactured in a controlled factory environment before being assembled on-site. This method offers several advantages, including reduced construction time, greater precision, and improved sustainability. Donaldson Timber Systems has become a key part of the group’s offering, catering to the needs of modern construction companies that are looking for more efficient and environmentally friendly building solutions.” This venture highlights the company’s ability to stay ahead of industry trends and meet the changing needs of the market, while still capitalising on its core expertise in timber, and shows the need for a family business to evolve and adapt over time to remain relevant and meet the needs of a changing customer base too. Resilience and Adaptation: Navigating Challenges Like any long-standing business, the James Donaldson Group has had to navigate its fair share of challenges. Economic recessions, industry shifts, and changes in technology have all tested the company’s resilience. However, the group’s ability to adapt has been key to its longevity. The 2008 financial crisis, which had a significant impact on the construction industry, posed one of the biggest challenges in recent history. As construction projects stalled and demand for building materials plummeted, the business had to adjust its operations to remain viable. The group’s strong leadership and diversified business model allowed it to weather the storm and emerge from the crisis in a strong position. Similarly, the COVID-19 pandemic presented another significant test for the company. Like many in the construction and manufacturing sectors, the James Donaldson Group faced disruptions to its supply chains and operations. “We had no choice but to take on the challenge and in many ways that probably helped both Andy and I as we transitioned into our new roles in the business." "We really did have to lead from the front and make decisions quickly,” he continues. The company quickly adapted, implementing new health and safety measures and adjusting its business practices to meet the challenges of the pandemic. The group’s strong foundation and ability to pivot in times of crisis has been key to its survival and continued growth, a journey that continues today. A Family Business: Values Passed Down Through Generations One of the defining characteristics of the James Donaldson Group is its commitment to remaining a family-owned and operated business. For over 160 years, the company has been passed down through five generations of the Donaldson family, each of whom has contributed to the company’s growth and evolution. As Michael explains, “Each generation has put their stamp on the business and made us what we are today and now it is down to myself, my brother Andy who is CEO and my sister-in-law, Alyson who is CFO, as the current family members engaged in the business to take it forward.” Each new generation has brought its own perspective and approach to the business, but the core values—integrity, quality, family and service—have remained constant. The Donaldson family’s hands-on approach and long-term vision have been instrumental in ensuring the company’s continued success, even through challenging times like wars, economic downturns, and industry changes. By staying true to its family values while embracing new ideas, the company has been able to expand and thrive over the decades, coping with the challenges they have faced along the way. As Michael continues, “Family values are an integral part of the business and when Andy and I took over the business in 2020 we wanted to clarify the underlying purpose of what we do and why we are in business. The previous non-family CEO had developed the first mission, vision and set of values for our business and as anyone who has been through the process will know, it is difficult the first time that this is undertaken for any business. They had to essentially distil 150 years of our history, heritage and performance into a set of words.” “Andy and I reviewed the position and wanted to make the vision and mission ours, which we did, redefining it to be our purpose, the purpose by which we plan to run the business for the next twenty or so years.” “Essentially, we are ‘Building Positive Futures, Together’ which means that we are not just building that family for today. We have a responsibility to tomorrow, which is why our Group purpose is 'To nurture and empower, so that together we build Positive Futures now and for generations to come,’” he adds. “The key values in terms of those previously defined – Family, Sustainability, People, Integrity and Customers – remain today, albeit in a slightly different order but certainly with family first,” continues Michael. The Sixth Generation: A New Era of Leadership In 2020, Andy Donaldson was appointed as CEO, representing the sixth generation of the family to lead the company. Under Andrew’s leadership, the group has continued to innovate and expand while remaining grounded in the family values that have always been at the heart of the business. One of Andrew’s key focuses has been on digital transformation, recognising the need for the company to embrace technology in order to stay competitive in the modern marketplace. By investing in digital tools and systems, the James Donaldson Group is ensuring that it remains at the forefront of the timber and building materials industry, while also improving efficiency and customer service. Sustainability has also been a central focus of Andrew’s leadership. As environmental concerns continue to shape the construction industry, the group has committed to reducing its carbon footprint and has placed sustainability at the forefront of its business practices, promoting the use of sustainable timber products. The company has invested heavily in sustainable forestry, responsible sourcing, and eco-friendly manufacturing processes, ensuring that it meets the highest environmental standards while continuing to deliver top-quality products. This is evidenced with the leading UK offsite frame manufacturer, Donaldson Timber Systems, recently becoming the first timber frame manufacturer to offer a published, third party accredited environmental product declaration (EPD) for its product, proving its sustainability credentials. This focus on sustainability therefore not only helps to protect the environment but also positions the James Donaldson Group as a leader in responsible business practices. Defining Roles and Responsibilities When family members work together in senior roles there is always potential for overlap as to who is doing what, and early on Michael and Andy recognised that there was a need for roles to be defined. As Michael continues, “I have been involved in the trading operations of our business for many years so stepping up to Chairman was always going to pose some challenges for me personally but for any family business, not just ours, time moves on and things change and with Andy becoming CEO we both realised that we needed to understand our roles." "We created job descriptions for both the role of CEO and Chairman and whilst there are elements of overlap, we know where they are and that leaves us free to focus on our own roles and responsibilities too.” “It is a really important and integral part of our governance and also enables others around us to know who to go to with specific questions and issues and also ensures that we are operating effectively too,” he adds. A Proud Legacy with a Focus on the Future From its origins as a small sawmill in Fife, the James Donaldson Group has grown into one of Scotland’s most successful family-run businesses, with a diverse portfolio of companies that serve the construction industry across the UK. Over its 164-year history, the company has demonstrated a remarkable ability to adapt, grow, and innovate, all while staying true to its core values of People, Sustainability, Integrity and customers, with Family at the core. “Andy and I see one of the key parts of our job as custodians of the business for the next generation, not just of the direct family but the next generation of all of the stakeholders and communities involved in our business." "We always have a focus on retaining the family feel within the business, something that is not easy when you are the size of our business today and as dispersed geographically as we are, but it is so important,” explains Michael. “Securing the business as a sustainable business for generations to come and leaving it in a better place than when I picked it up is what drives me, giving people opportunities to achieve their potential, seeing them fly and making a difference each and every day and ensuring that we have the right people to enable the business to continue successfully into the future." "I love this business and the role that I have within it and am extremely proud to have my name above the door and to continue the business in a way befitting of the generations of Donaldsons who have gone before me,” he concludes. As the group continues to expand and evolve under the leadership of the sixth generation of the Donaldson family, it remains committed to building on its legacy while looking to the future. Whether through sustainable practices, new technologies, or innovative building solutions, the James Donaldson Group is well-positioned to continue its success for generations to come—always with the same dedication to family and timber that has defined it for over a century and a half.

Nestled in the rolling hills of the Scottish Borders, Stobo Castle Health Spa stands as a majestic symbol of history, luxury, and rejuvenation and is now recognised as one of the most renowned destination spas in the UK. The story of Stobo Castle’s transformation into a wellness retreat is one of vision, perseverance, and a deep respect for the history that has shaped it. Paul Andrews spoke to Stephen Winyard and his wife Mandy, the current owners of Stobo Castle and the next generation, Mitchell, Elliott and Taylor who are all actively involved in the business today. The story of Stobo Castle begins long before its days as a luxury spa. The land surrounding the castle dates back thousands of years when the original building would have been used a defensive fortress to protect the Scottish Borders from invading forces. Despite changing hands many times over the years, and falling into disrepair before the purchase by the Winyard family, much of the history still shapes the castle and the estate today. The estate’s picturesque setting, overlooking tranquil lochs and surrounded by lush woodlands, adds to its charm, making it a real symbol of the grandeur, beauty and opulence of the Scottish Borders but like many grand estates, Stobo Castle faced a period of uncertainty in the 20th century. Following World War II, the upkeep of such vast properties became increasingly difficult, and many Scottish estates either fell into disrepair or were sold off. By the 1970s, Stobo Castle’s future was in question and it was unclear what would become of this once-great property. As Stephen explains, “During the war my father Robert was a RAF pilot instructor and during the early days of his relationship with my mother, Gaynor, she visited him in Errol where he was based and this is where her love of Scotland undoubtedly began. My father then had a number of postings overseas so they travelled together and during their travels my mother began her training in beauty therapy which became a real passion.” “I was pursuing my own career and was working in the casino industry in the Bahamas when I got a call to say that my mother had bought a derelict castle in Scotland! She had always wanted to run a business in the field of beauty therapy and had been looking for a property to base the venture and her vision was to create the first health farm in Scotland,” continues Stephen. “It seemed like a great opportunity to be involved in something truly innovative and the lure of being part of the ‘health farm’ revolution proved too hard to resist,” he continues, “so I returned to Scotland to pursue the dream and am to this day probably the only person who has ever purchased a one-way ticket from Nassau to Peebles!” At the time, the concept of a luxury spa hotel was relatively new in the UK, and the idea of turning an ancient Scottish castle into a modern wellness retreat was ambitious. But the Winyards were committed to blending the historical beauty of the castle with the comforts of a modern spa. They began extensive renovations to transform the interior into a space that would offer guests both relaxation and indulgence, while preserving the historic charm that made the castle so special. As Stephen continues, “We worked really hard to transform the castle but we did what we set out to do and in 1978, three years after the purchase, Stobo Castle opened its doors as Scotland’s first health farm. The transformation resulted in opening with sixteen bedrooms as a place for health and relaxation. It was also a place for treatments and my mother was the pioneer of the spa industry in Scotland, entrepreneurial and driven to fulfil her ambition. Guests would arrive and be given a consultation, their medical history noted and a diet agreed with the aim for every guest to leave Stobo utterly relaxed, looking trim, feeling vibrantly alive and radiating good health,” he continues. “Once the consultation was concluded, a programme of treatments was agreed with each guest having a minimum of five hours treatments a day including massage, steam and sauna baths, yoga sessions, aromatherapy and a range of other health-promoting activities.” The early success of Stobo Castle as a destination spa was due in large part to its innovative offerings. From the beginning, the spa focused on combining the latest in health and beauty treatments with traditional Scottish hospitality. Guests could relax in opulent surroundings while enjoying treatments designed to promote both physical and mental well-being, an idea that was revolutionary at the time, all set in the beautiful and tranquil setting of the Scottish Borders. Like many families in business, the Winyards had a long-term vision for Stobo Castle and the business from day one has been built on three pillars: 1. Continuous reinvestment in guest facilities 2. Continuous training and development of staff 3. Continuous promotion of the brand These pillars continue to be the drivers of the business. Stephen Winyard, took over the management of the hotel in the early 1990s and continued to build on his parents’ legacy. Under his leadership, Stobo Castle underwent a new phase of expansion, solidifying its position as one of the leading destination spas in the UK. Stobo Castle remains very much a family business with Stephen and Mandy at the helm today. As Mandy explains, “Stephen and I lived in a cottage here in Stobo and I initially worked from the age of 16 as a spa assistant, trained and qualified as a beauty therapist and now am responsible for the retail side of the business.” The business further evolved in 2000 with the passing of both Stephen’s parents and the decision was taken to remove the consultations that all guests had previously had upon arrival and Stephen networked at spas around the country, capturing ideas and innovations to bring back to Stobo, resulting in continuous improvement and the evolution of the business from a health farm to a destination spa. As Stephen continues, “We need to constantly invest in the business, the facilities and the brand and in 2003 we built a new spa which was vital for us to maintain our place as a destination spa.” This investment saw the completion of a £5 million state-of-the-art spa with 40 treatment rooms, hydrospa, experience facilities, 25 metre infinity pool and a fully equipped gym and exercise studio. Stephen also spearheaded the access to Stobo’s Japanese Water Gardens, a stunning addition to the castle’s grounds that offer guests a serene and tranquil space to unwind. The gardens, featuring waterfalls, ponds, and traditional Japanese landscaping, add to the sense of calm and rejuvenation that permeates Stobo Castle, blending Eastern philosophy with Scottish natural beauty. Family involvement remains very much at the heart of the Stobo experience and although difficult to let go, it was a logical step for their son Elliott to take over Stephen’s role in the business, a transition that took place gradually over the course of eighteen months with Elliott shadowing Stephen and learning on the job. As Stephen adds, “It was, and still is, important for the next generation to flourish and for them to be seen to be doing the job and to become an integral part of the brand, and the journey that Elliott and I went on during that transition was an important part of that process.” Today, Elliott has been joined in the business by brother Mitchell who is Stobo’s archivist and has spent time collating the history and evolution of the business and is also actively involved in projects and sister Taylor who gets involved in the operational aspects of the business too. Stobo Castle continues to deliver experiences to guest and today is regarded as one of the finest destination spas in Europe, a reputation that has been solidified by numerous awards and accolades. Over the years, Stobo has been recognised for its exceptional service, luxurious accommodations, and world-class spa treatments. In addition to its spa facilities, Stobo Castle is celebrated for its gourmet cuisine, offering guests healthy, locally-sourced meals designed to complement the wellness experience. The combination of top-tier treatments, luxurious surroundings, and outstanding service has made Stobo a firm favourite for those wanting to experience the spa. The past few years have seen plenty of change and it has not always been easy. As Stephen adds, “We had to completely close during the pandemic and when it came to being allowed to reopen there were so many hurdles to overcome. It was not easy but being a family business certainly helped as we worked together and shared the load, and we have a shared vision to deliver the best experiences to our guests which was always the most important concern.” As Stobo Castle looks to the future, it continues to innovate and evolve while staying true to its roots. In recent years, Stobo has embraced more eco-friendly practices, reflecting a growing awareness of sustainability within the hospitality industry. The spa has introduced organic treatments and has committed to reducing its carbon footprint by implementing energy-saving measures and sourcing more sustainable products. Stobo Castle remains a family-run business, with the Winyard family’s passion for wellness and hospitality still at the heart of its operations. Their continued investment in the property and its facilities ensures that Stobo will remain a leading destination for wellness and relaxation for years to come. As Stephen continues, “Now the next generation are actively involved in running the business there is always a family presence which is so important, and we have grown to over 200 staff so are now a big business to manage and I am delighted that the family presence now continues into the next generation. I have put my stamp on Stobo Castle, built on the vision and legacy of my mother so that it lives on and ensured that we have created a delightful destination spa.” “We really have created something very special that our guests, many of whom return time and time again, love. Reinvestment is important to keep us at the top of our game and the location that we are in really does add to the unique and unequivocal charm of Stobo Castle." The story of Stobo Castle is one of reinvention, vision, and dedication. From its origins as a stately home to its modern incarnation as a world-class spa, Stobo Castle has retained its historical charm while continually evolving to meet the needs of contemporary guests. Whether visitors come for a weekend of pampering or a longer wellness retreat, Stobo Castle offers an escape from the stresses of everyday life, inviting guests to relax and rejuvenate in one of Scotland’s most beautiful settings. Steeped in history yet constantly moving forward, Stobo Castle stands as a testament to the enduring appeal of luxury, wellness, and the serene Scottish countryside, and to a family dedicated to providing high standards of service and continued reinvestment for the future. The next generation are aware of the history that has gone before and ready for the challenges that lie ahead. “We want to be the best spa in the country,” adds Elliott. “It is also important to maintain the legacy that has already been established and to use it to build a better business going forward,” explains Mitchell. “We need to continue to work together, fully committed to doing what we need to do,” adds Taylor. As Stephen concludes, “As Chairman I am delighted to say that today, Stobo stands proud, a magnificent example of Scottish Baronial architecture and an oasis of hospitality for all our guests and staff." "In fact, Stobo has become the amalgam between history and health and something that I am proud to have helped create.”

In retail, one size never fits all. Different brands need different solutions when it comes to packaging, bespoke signage, specific garment hangers, and their logo on almost everything. Before 2005, it was either make-do with generic versions or spend big on tailored ones from multiple suppliers. That was the driving force that led to Ian Hall creating CCS McLays . He had the idea of being a new kind of partner to retailers. One that puts them in the driving seat. Sourcing and supplying all the items they need but don’t sell, while meeting their needs on costs, quality and sustainability. With around £85 million revenue in 2024-25, they’re now the exclusive provider of retail consumables, packaging and catering supplies to some of the world’s household brands, all from their base in Cardiff. Beyond being a key resource for in-store essentials, CCS McLays strategically advises retailers, and quick service restaurants on maximising business value at scale. This includes optimising areas like packaging, print and point of sale (POS), as well as refining procurement, supply, logistics, and delivery. By reviewing everything from sourcing consumables to delivery frequencies, clients often uncover hidden opportunities for cost savings and efficiency. The business also leads innovation campaigns, such as the recent launch of Seal2Go – tamper-proof packaging for food delivery services, showcasing their ability to meet evolving market demands. Paul Andrews spoke to founder Ian Hall and his son, Matthew, about their family business journey to date and their plans for the future. Ian jointly owned a similar independent business prior to setting up CCS McLays. This business was sold to a PLC and Ian stayed with the new owners for a number of years, developing his expertise in the niche sector in which they operated, looking after the needs of retailers. Over the years his network had grown and working with a number of colleagues that shared his vision, he set up his own business in July 2005. As Ian explains, “I liked the retail sector and even today find the sector exciting." "My biggest challenge when starting out was confidence, especially after such an extensive period as a Managing Director in my previous role. It took a while but as the business grew, so did my confidence and now I am optimistic about the future and have banished the fear of failure.” The business began with a desire to succeed and a passion, albeit driven by a fear of failure to ultimate success. Ian and the team had good connections and were soon meeting the needs of half a dozen clients. “We knew them well, understood their needs and began to provide solutions to meet them,” adds Ian. “In the early years we may have been slightly too reliant on a few key customers but that has certainly evolved to a growing, diverse mix of retailers that we serve all over the globe,” he continues. Like many family businesses on the start of a journey, sourcing new business is all about being in the room to have a conversation, something that Ian and the team worked at from day one. “My role changed from running a business and a team within a PLC environment to focusing on external sales and growing the business,” continues Ian, “with a key turning point in our journey being appointed the contract to work with Hugo Boss back in 2009. Even today, it is fantastic to work with such a global, luxury brand but it started out with them believing in us to deliver what they needed, all from a small business based in Cardiff,” he adds. “We were engaged in a competitive tender process and beat off over 100 competitors for the contract and I have to be honest and say that there was a hint of trepidation when we won the work, but we have continued to meet their needs, and they remain a key account for us to this day.” Ian and the team appreciated the needs of their customers from the very outset, thinking like retailers to assess their needs and exceed expectations. “Our team were brilliant,” continues Ian, “and we were always aware of trends and changes in the retail world which meant we could embrace the changes successfully with our clients. It feels like being part of a family and the people who started the business are all still with us today. They have made the business what it is today, a sector leader. Attracting like-minded colleagues along the way, keeping the clients happy and winning countless new clients.” Today, Ian is joined in the business by his son, Matthew, working full time in the business after returning from Australia and a previous stint in the firm. As Matthew explains, “I worked in an account support role for 18 months before taking two years away from the family business playing rugby in Australia and retuning to a role in marketing and business development in 2017. It was a great opportunity for me to learn all about the company through the initial account support role, and I believe that having that exposure to a different department within the company gave me a good understanding from the outset. The longer-term focus for me now as a marketer within the company is to ultimately attempt to make it easier for buyers to think of us and buy from us.” Family businesses by their very nature are based on the relationships within them, especially between family members, and Ian and Matthew are acutely aware of this and work to ensure that they achieve a good balance, discussing things directly and dealing with difficult conversations openly when they need to. This is a close relationship as demonstrated by Ian flying out to Australia to watch Matthew play club rugby in Perth, although it was not the family experience they were hoping for with Matthew picking up an injury early on within the game! Matthew has a degree and a master’s degree in marketing which have been beneficial to the business. As Matthew continues, “marketing is essential for any organisation, but my role is somewhat in its infancy to CCS McLays and despite being one of the largest independent businesses in our sector we are not known to everyone, and we are continuing to try and grow our reach whilst developing new opportunities.” “People like dealing with us because of who we are. We make sure our customers, and their needs are at the heart of the relationship. It’s easy to say, but we actually deliver - and our customers respect us all the more because of that,” he adds. The inclusive and supportive culture that CCS McLays have built very much extends across the entire team - creating a strong sense of belonging that applies to all staff, not just family members. This collaborative environment is a key part of how the business continues to grow and innovate, underpinned by the strength of the wider team. Ian and Matthew have a great team of people around them too. “Our CFO is a long-term friend and fundamental part in supporting and driving the business too and works with us on our growth agenda which includes two acquisitions – Dempson and TPSG Packaging (formerly The Premier Supply Group) - in the past couple of years and plenty of further opportunities,” adds Ian. “We are keen to grow and some of the acquisitions have been strategic, vertically integrating other businesses in our sector into the business which helps manage risk and also means we have control over the manufacture of what we sell,” explains Ian. As Matthew adds, “These acquisitions have further enhanced our global delivery and we now have a fantastic network of warehouse and distribution points to supply our global customers including operations in France, Germany, the USA, Canada, Dubai and China.” For a family business that started out with a black book approach, the role of marketing and business development is now truly appreciated. As Ian adds, “I have to be honest and admit that I have gone full circle on the whole area of marketing and can really see how it is helping drive our growth and providing us with new and exciting opportunities too.” This is a business that has come a long way but also wants to achieve more and is acutely driven and focused on doubling their size in the next three or four years. Listening to Ian and Matthew, it is easy to believe that their vision will become a reality. We look forward to following their entrepreneurial journey as it continues.

Retail sales volumes fell at a rapid pace in the year to February, extending a run of weakness that dates back to mid-2023. Sales are expected to decline again next month, albeit at a slower rate, according to the CBI’s latest quarterly Distributive Trades Survey. Persistently weak demand continues to weigh on sentiment, with retailers expecting their business situation to deteriorate over the coming quarter to one of the greatest degrees in 17 years. Against this backdrop, retailers are pulling back on both investment and headcount. Numbers employed in the year to February fell at the fastest rate since May 2023, and the pace of decline is expected to quicken slightly next month. Key findings included: Retail sales volumes fell at a rapid pace in the year to February (weighted balance of -43% from -17% in January). However, the rate of decline is expected to decelerate next month (-17%). Sales for the time of year were judged to be “poor” in February to a similar extent to January (-16% from -15% in January). Next month’s sales are set to fall short of seasonal norms to a lesser degree (-9%). Sentiment amongst retailers fell at a similar pace to last quarter, marking one of the quickest declines in 17 years (-34% from -35% in November). Retailers expect to reduce capital expenditure over the next 12 months (compared to the previous 12) to a slightly greater degree than in November (-46% from -42% in November; long-run average of -4%). Retail employment declined in the year to February at the fastest pace since May 2023 (-40% from -19% in November). Headcount is expected to fall at a marginally quicker pace next month (-44%). Retail selling prices grew at a pace in line with the long-run average in the year to February (+41% from +46% in November; long-run average of +41%). Retailers anticipate selling price inflation to remain broadly unchanged next month (+42%). Total distribution sales volumes fell in the year to February at a faster rate compared to January (-40% from -34% in January). Sales are set to decline at a moderately slower pace next month (-28%). Martin Sartorius, Lead Economist, CBI, said: “Retail sales volumes fell at a sharp pace in the year to February, with some firms reporting that the wet weather discouraged shoppers from visiting stores. Soft demand conditions and elevated costs have continued to feed through to gloomy sentiment in the retail and broader distribution sector, prompting many firms to scale back investment plans and headcount." “The Spring Forecast represents an important milestone for the government to build momentum behind its growth mission. Firms will be looking for the Chancellor to set out how the government plans to mitigate the impact of rising employment costs in the distribution sector, particularly given its vital role in providing first jobs for young people.” In addition, data from the survey showed: Online retail sales volumes recovered in the year to February, growing at the fastest pace since April 2021 (+43% from -41% in January). Retailers expect online sales to grow at a similar rate in March (+42%). Retailers’ orders placed upon suppliers declined at an accelerated rate in the year to February (-47% from -27% in January). However, retailers expect to reduce orders at a markedly slower pace next month (-9%). Retailers reported that stock volumes relative to expected sales eased relative to January (+11% from +20% in January; long-run average of +17%) and are expected to soften further in March (+7%). Wholesale annual sales volumes fell at a slower pace in February (-36% from -46% in January), with the rate of decline set to remain steady next month (-33%). Motor trades sales volumes contracted at a quicker rate in the year to February (-47% from -28% in January) but are expected to decline at a slightly slower pace next month (-42%).

Heineken N.V. (HEINEKEN) announces that it has appointed Romain Apert as Chief Digital & Technology Officer, and member of the HEINEKEN Executive Team, as per 15 May 2026. Romain, currently Chief Information Officer Petcare at Mars, will succeed Ronald den Elzen, who after a successful 31 years with HEINEKEN, signalled his intent last year to pursue new career and learning opportunities and remained in role to support a smooth transition. Romain Apert Romain served more than two decades at Mars, where he has held global CIO positions across the business and, most recently, served as CIO for Mars Petcare. In that role he has led a multi‑year digitalisation‑at‑scale strategy, combining ERP modernisation, strong data foundations and capability building to support growth and productivity. He has sponsored dozens of high‑impact digital use cases across supply, commercial and consumer domains, including AI‑enabled diagnostics and is steering one of the sector’s most ambitious ERP implementation programmes. An engineer by training, graduating from ECAM Lyon (France), his international experience spans Europe, the UK and the United States, partnering closely with senior business leaders to translate strategy into tangible technology outcomes. Dolf van den Brink Chairman of the Executive Board/CEO commented: "I am delighted to welcome Romain to the HEINEKEN family. He joins HEINEKEN with deep international experience leading large-scale digital transformation, data and technology strategy, and complex change across global businesses. Romain will be partnering across the Executive Team, advancing HEINEKEN’s EverGreen 2030 strategy through the further deployment of the company’s Digital Backbone, and scaling value from data and AI." "He is known for combining operational rigour with practical innovation and a people‑centred leadership style, and is an excellent fit with the HEINEKEN culture." Ronald den Elzen Ronald joined HEINEKEN in the Netherlands in 1995 as a Finance Management Trainee and held a variety of Finance roles, including Finance Manager of HEINEKEN Brouwerijen, Finance Director of HEINEKEN UK and Global Business Controller for HEINEKEN NV. In 2004, he became Wholesale & OnPremise Director for HEINEKEN Netherlands. Ronald led the integration of Scottish & Newcastle into HEINEKEN and subsequently became Finance Director for the UK. Ronald then moved into general management in 2012 as Managing Director of Sociedade Central de Cervejas e Bebidas (Portugal), and in 2015 became Managing Director of HEINEKEN USA. Since March 2020, Ronald served on the Executive Team as HEINEKEN’s first Chief Digital & Technology Officer, helping to lay strong foundations in platforms, data and analytics, and cyber resilience, and embedding digital capabilities across our markets. Under his leadership, working in close partnership with colleagues across the business, the D&T team has advanced our ambition to be the ‘Best Connected Brewer’, building a solid foundation for the future. “Ronald retires from HEINEKEN after an extraordinary 31-year career across five countries in Europe and the Americas and across 6 distinct functions. His contributions to HEINEKEN’s success in the past three decades through his deep knowledge of the company and portfolio, his passion and incredible people skills, will be greatly missed. I wish Ronald all the best in his future endeavours." Photo: Ronald den Elzen and Romain Apert

The acquisition includes 29 Centres in nine countries which attract around five million visitors each year. 1,500 colleagues join the LEGO Group from Merlin Entertainments. The LEGO Group announced it has completed the previously announced acquisition of LEGO® Discovery Centres and LEGOLAND® Discovery Centres from Merlin Entertainments, for a cash consideration of £0.2bn. The acquisition includes 29 Centres in nine countries which attract around five million visitors each year. The Centres will be an important addition to the LEGO Group’s global network of retail stores and ambition to offer even more fans memorable hands-on LEGO brand and shopping experiences. LEGO Group CEO, Niels B Christiansen said: “We are excited to welcome the Discovery Centres to the LEGO Group. They will play an important role in helping us to connect with even more fans around the world. We are looking forward to more than 1,500 talented colleagues joining the team and continuing to delight millions of guests each year. We would like to thank Merlin Entertainments for their work over the past 20 years to build fun, playful brand experiences around the world.” Merlin Entertainments CEO, Fiona Eastwood said: “We are immensely proud of the Centres and the role they have played in inspiring children and families through play for nearly two decades. As they join the LEGO Group, Merlin will strengthen its focus on bringing the LEGO brand to life on an epic scale through LEGOLAND Resorts. We look forward to building on our long-standing partnership with the LEGO Group to bring more families together through play.” The transaction supports Merlin’s strategy to focus on transforming its global network of LEGOLAND Resorts into world-class destinations. Merlin continues to operate eleven resorts under long-term licence from the LEGO Group, including the recently opened LEGOLAND Shanghai. The two companies will continue to work closely together to bring playful, high-quality LEGO themed experiences to families around the world. Facts about LEGO Discovery Centres and LEGOLAND Discovery Centres 29 Centres in 9 countries, including 5 LEGO Discovery Centres and 24 LEGOLAND Discovery Centres. 15 in North America: The U.S. and Canada 7 in Europe: United Kingdom, Belgium, the Netherlands and Germany 7 in Asia Pacific: China, Japan and Australia. The first LEGOLAND Discovery Centre opened in Berlin in 2007. For more information, please visit here .

Brendan Clarkson, Business Advisory Director at PKF Littlejohn , spoke to Josh Levy, CEO of Ultimate Finance about the challenges of starting up and scaling up your business, and discussed all things asset-based lending. Since opening its doors in 2002, Ultimate has provided more than £10bn in funding to support their customers’ growth ambitions. How can asset-based lending help with both starting out and scaling up? Every business’ journey is unique, but they do have pivotal moments in common. The first one is their inception, the point at which they started, because every business has a first day. Another key moment many will share is the realisation of growth potential, and the additional steps needed to be taken so that success can be achieved at scale. To help businesses through these exciting and challenging times asset-based lending offers an array of funding solutions which can provide access to additional liquidity, breathing space and support that can make all the difference as entrepreneurs and business owners navigate investors meetings, steering groups and emotional rollercoasters. What is asset-based lending? Asset-based lending is a form of financing that uses assets of a business (most often hard assets such as receivables, vehicles, plant, machinery and property rather than soft assets) as security for a funding line. It can be a useful way of financing a business, be it for growth or day-to-day cashflow management, as it often provides more flexibility and lower interest rates than unsecured forms of credit or equity financing. However, asset-based lending may not be suitable for every business or every situation, as assets are obviously a prerequisite, whether they are already owned or the funding line is to be used to acquire them, and businesses usually must be able to demonstrate good cashflow management and working capital efficiency to provide additional peace of mind for a lender. As with most financial decisions, a borrower should be certain they have explored all their options and understood the terms of any agreement with the help of an adviser, accountant, lawyer or broker to ensure that they have selected an option that is right for them and their business. What are the different challenges with regards to starting up and scaling up? Starting up is the very beginning of a business journey, where an idea, product or service is first launched and shared with potential customers. It is an exciting time but also a challenging phase where cashflow can be virtually non-existent yet expenses start to pile up with stock needing to be ordered, employees hired and facilities or equipment rented. Scaling up on the other hand comes later, when a business has already launched and proved its worth and displays potential for further growth. Having already secured a loyal customer base, scaling up offers the opportunity to take a business to a wider audience and comes in various forms such as new hires, additional product ranges or services offered, entering new markets, or increasing production capacity. Both starting up and scaling up have their own challenges and opportunities, and therefore may require different types of financing. Traditional funding such as bank loans and overdrafts are seldom suitable for either, as they often have strict eligibility criteria, higher interest rates, and/or longer repayment terms, whereas asset-based lending can provide strategic and tailored funding solutions that can target the very opportunity or challenge a business is taking on at any particular moment of its own journey. How can asset-based lending help newly-established businesses? Asset-based lending solutions come in various forms, such as Invoice Finance, Asset Finance and Bridging Loans, and each of them can help with specific opportunities or pain points. Invoice Finance, for example, can help a newly established business with providing credit terms to its customers, which many B2B customers will appreciate (or even expect depending on the industry) without causing any cashflow issues by eliminating the need to wait for orders to be repaid before accessing the funds tied up in invoices. The funds can be used to fulfil further orders, pay staff, or increase stock levels, helping to get the business off the ground. For businesses relying on machinery, plant or vehicles, Asset Finance offers a reliable way to buy or lease expensive hard assets key to their success without having to source – and quickly part with – initial capital. How can asset-based lending help firms to scale up? Asset-based lending can help businesses looking to scale up by providing them with the liquidity they need to target further growth. Funds tied up in invoices yet to be paid can be accessed and used to fund expansion plans, be it stock, staff or locations; bigger or additional hard assets can be acquired with Asset Finance; existing high value assets can be refinanced to access additional cash; and property can be obtained with strategic Bridging Finance. Fully tailored multi-asset solutions such as Structured Finance have also proven to be a key tool for business acquisitions, Management Buy Ins and Management Buy Outs as they can provide maximum funding secured against a combination of existing assets such as receivables, plant and machinery and property.

Firms across the private sector expect activity to fall in the next three months (weighted balance of -13%), according to the CBI’s latest Growth Indicator. Nonetheless the pessimism has eased noticeably, with expectations at their least negative since November 2024. The downturn is expected to be driven by falling distribution sales (-36%) and a modest decline in manufacturing output (-12%). Business volumes in the services sector are also set to drop, albeit marginally (-5%). Within services, February saw another bleak outlook for consumer services volumes (-38%), whereas business & professional services firms expect activity to rise in the three months to May (+4%). This marks the most positive expectations for business and professional services since the quarter to October 2024. The subdued outlook comes as private sector activity fell in the three months to February (-19%, at a slower pace from -33% in the three months to January). All sub-sectors reported falling activity. Charlotte Dendy, CBI Economic Surveys & Data Manager, said: “While private sector firms still expect activity to fall over the next three months, the improvement in the outlook is notable – with expectations at their least negative since November 2024. Nevertheless, expectations remain well below their long-run average, underscoring the fact that firms continue to face a challenging trading environment." “Businesses continue to highlight the impact of recent Budgets on costs, alongside weak customer confidence and a broader lack of demand indicating that the mood remains fragile." “While the Spring Forecast may not carry the full weight of a Budget, it still provides an important moment for the Chancellor to double down on the government’s growth mission. With business costs continuing to weigh on private sector activity, growth and investment, broader solutions must be found on lowering business energy costs and on the practical implementation of the Employment Rights Act.”

Britain’s manufacturers are urging the Government to be far bolder on the pace of skills reforms or, risk the future success of the Industrial Strategy being left on the starting grid according to a major report released by Make UK on the Shape of British Industry. The report looks at the current landscape for British manufacturers and, what will determine the sector’s future over the next decade. It shows a sector dominated by the need for access to increasingly higher level skills and, one that whose competitive position will be focused on investing in digitalisation and AI to bring a step change in productivity. However, the report also contains warnings for Government that the success of its Industrial Strategy will be hampered not just by an inability to find the right skills but, the ability of the current education system to develop them. Access to skills is also seen as the biggest factor in hampering the ability of SMEs to scale up in to globally competitive firms, a longstanding achilles heel of the UK economy compared to competitors. Key Findings: Skills dictate growth : 99% of manufacturers cite skills supply as a key factor in their future growth plans, with half calling it their primary challenge. SME bottleneck : Access to talent remains the single biggest barrier preventing SMEs from scaling up in to larger firms. Education gap : Four in ten (39%) companies warn the current education system cannot deliver the essential skills industry needs. Future focus : Digital transformation and AI are viewed as the most critical drivers for productivity over the next decade, demanding a highly skilled workforce. Opportunity to address youth employment crisis : Two thirds of companies expect to employ more people in 2035 than now. To begin addressing this critical task, Make UK is calling on the Treasury to release the more than £1 billion of revenue raised from businesses for skills which is not being used to support employer investment in training, which Make UK is describing as effectively an ‘extra tax on business’. According to Make UK, ringfencing the funding for the Growth and Skills Levy and Immigration Skills Charge would help provide two hundred and thirty five thousand new Apprentice starts. According to Make UK this would be critical in Industry helping Government address the number of young people not in Employment, Education or Training. Rt Hon Robert Halfon, Executive Director of Make UK said: “Manufacturing is the engine room of the UK economy, but that engine cannot run on empty. Locking away £1 billion in unspent levy funds while businesses cry out for talent, and thousands of young people remain out of work or training, is a massive missed opportunity." "It’s time to unleash this funding, turbocharge apprenticeships, and give our manufacturers the skilled workforce to lead a skills transformation." “The future of manufacturers’ success will be won or lost on skills supply. For decades we have seen a slow-burn skills crisis in manufacturing. Now, with a shameful number of young people not in employment or education, fierce global competition for scarce skills, and tens of thousands of workers set to retire, this is a time-critical risk." “Industry is committed to investing in the talent pipeline and helping Government solve the crisis affecting young people but, we need the right policy levers. We must end the constant cycle of reviews telling us what we already know and instead see genuine, radical action. Releasing the £1bn of unused levy and immigration funds for immediate investment in skills and training is the vital first step.” According to the report, 99% of companies say access to skills will be key to future growth plans (almost two thirds saying it will be critical) while half of companies say that finding the right skills is currently their main challenge to growth. For almost a quarter of companies (22%), enhancing skills and training prospects will be the most important measure Government can take to impact their ability to invest and grow. Looking towards the next decade, almost six in ten (59%) companies say a highly skilled workforce should be the vision for UK manufacturing, while a similar number (53%) say workforce development and skills will be their biggest investment for growth in the next decade. However, the report shows that while a majority of manufacturers (53%) believe the education system is capable of delivering the right skills, a significant number, almost four in ten (39%) believe it isn’t capable which, according to Make UK, should be a warning signal to Government. Furthermore, while almost two thirds of companies (64%) said they wanted to scale up in the next decade, access to the right skills is seen as the biggest barrier to SMEs scaling up by almost a third (30%) of companies. Leadership and management skills are seen as critical to this and are a top priority for upskilling existing staff and using revenue already raised from businesses to boost the skills budget would avoid the need for any counterproductive decisions on limiting apprenticeship funding for training. The report also shows that the future landscape of manufacturing will dominated by increased investments in digital transformation and AI with almost two thirds of companies (65%) planning to make significant investments in this area in the next five years. More than four in ten (42%) say this will critical for their growth prospects and for almost two thirds (65%) their ability to improve productivity. The survey of 148 companies was carried out between 8 and 26 January. Download the report here:

Savills’ latest Prime Residential World Cities report notes that prime residential world city markets are expected to deliver modest but resilient growth in 2026, with Seoul and Tokyo emerging as standout performers as structural supply shortages continue to underpin pricing across select global cities. Seoul is expected to lead growth in 2026, with prime apartment prices forecast to rise between 6% and 7.9% following a 14.3% increase in 2025. Deep-rooted structural constraints, including scarce land availability, slow development pipelines and concentrated demand within core districts, continue to place upward pressure on pricing. While tighter regulations and more restrictive financing conditions have moderated transaction volumes, pricing momentum remains resilient. Tokyo also stands out after recording capital value growth of 30% in 2025, driven by acute supply scarcity and enduring domestic and international investor appeal. Competition for land — particularly from office developers — continues to restrict residential development, even as widening gaps between new apartment prices and construction costs raise longer-term sustainability considerations. In Singapore, prime residential capital values are forecast to grow between 2% and 3.9% in 2026, marking a recovery following negative growth in 2025. The outlook aligns with a broader rest-of-world trend, where constrained prime supply, improving buyer confidence and selective demand are expected to support price stability and gradual growth across key Asia-Pacific and European markets. Alan Cheong, Executive Director, Research & Consultancy, SAVILLS Singapore says, “Singapore’s luxury residential market is slowly regaining momentum as more locals as well as permanent residents realize that value offerings are in the air after the price correction in 2025.” Global prime residential property markets demonstrated notable resilience in 2025, delivering capital value growth despite a backdrop of economic volatility, geopolitical tensions and shifting policy environments. Prime capital values across the 30 cities in the index rose by an average of 1.8% last year, with second-half capital values outperforming rents for the first time since 2021 — signalling a modest shift in sentiment as expectations of interest rate cuts firmed. China’s headwinds continue, with prices forecast to dip by -2% to -3.9% in 2026 across the Chinese cities in the index due to weak demand and demographic challenges. While prime new-build properties may experience stability, the broader secondary market remains firmly in decline. With 22 consecutive months of year‑on‑year declines recorded across all surveyed cities, sentiment remains fragile, and a meaningful recovery in 2026 appears unlikely. Hong Kong’s residential prices are showing signs of stabilisation with the strengthening of demand from new Mainland Chinese buyers who are acquiring residences in Hong Kong’s prime enclaves. While capital value growth remained negative for full-year 2025, they increased by 0.3% in the second half of the year and growth of between 2% and 3.9% is anticipated for this year. By contrast, the outlook across much of Europe and the United States is more moderate, with average price growth forecast between just over 0% and 1.9%. Although easing mortgage rates are expected to support activity in the US, elevated pricing and cautious sentiment will continue to influence markets such as Milan, while cities including Rome, Athens and Paris are positioned for gradual recovery supported by improving buyer confidence and limited supply. Dubai recorded capital value growth of 3.6% in H2 2025 and 11.2% for the full year. 2026 is set to see more moderate growth of 1.9%. Constrained prime supply has sustained prices, even as growth begins to normalise from the highs of the early 2020s. However, there is a significant pipeline of mainstream stock which could contribute to a two-tier market. Kelcie Sellers, Associate Director, SAVILLS World Research says: “Chronic undersupply, cross-border capital flows and sustained demand for global city environments, especially those with strong lifestyle and fiscal pulls, will continue to drive growth in prime residential markets around world.”